The knowledge-related implications of mergers and acquisitions are staggering.  In the 21st Century, mergers are mostly about acquiring intellectual capital in the form of patents, talented employees, or relationship capital in the form of connections with customers, suppliers and partners.

Our consultants were on the front lines of KM integration during the Hewlett-Packard / Compaq merger in 2002, and we have the scars to prove it.  We've seen what works, and what doesn't, and are eager to share our knowledge with your firm.

Top Five Things to Do to Minimize Knowledge Loss During a Merger

1. As soon as you possibly can, name a Knowledge Integration Manager at the Senior VP level or above.
2. Because interpersonal connections are critical to trust and knowledge transfer, budget and plan for quarterly face-to-face meetings for every department throughout the first year post-merger.
3. Defer decisions about KM IT systems until senior leaders from both companies fully understand the advantages and disadvantages of what already exists.
4. Defer major efforts to capture knowledge in online libraries until the post-merger downsizing is over.  Capture efforts in the first few months after the merger will reduce employee morale, breed cynicism, and are unlikely to provide the hoped-for degree of knowledge transfer.
5. Go out of your way to repeatedly stress to employees of the acquired company that you want to learn from their best practices.  Then make sure that you actually do.

You only have one chance to get it right with a merger.  Please contact KM-Experts for assistance as soon as the merger is announced.